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Home My WebLink About2002 10 28 Regular A Central Service Cost Allocation Plan COMMISSION AGENDA ITEM A ICONSENT INFORMATIONAL PUBLIC HEARING REGULAR X Odnher 2R, 2002 Meeting MGRR \.\ /DEPT. ~ A lIthori 7.ati on REPORT WILL BE AVAILABLE FRIDAY AT 5:00PM REQUEST: The Finance Department is Requesting the City Commission Approve The City of Winter Springs Central Service Cost Allocation Plan and Accept Recommendations Contained in the Community Development Service Cost Analysis Report Prepared by GSG. PURPOSE: To Approve the City of Winter Springs Central Service Cost Allocation Plan and Accept Recommendations Contained in the Community Development Service Cost Analysis Report Prepared by GSG. CONSIDERA TIONS: · The Commission approved on 8/26/2002, the hiring of GSG to prepare an central service cost allocation plan for the City and prepare a Community Development Department service cost analysis report. . Skip Burnside, Senior Project Manager with GSG has completed a draft copy of the central service cost allocation plan and Community Development Department service cost analysis report and is prepared to make a presentation to the Commission with his recommendations. RECOMMENDATION: Approve the City of Winter Springs central service cost allocation plan and accept recommendations contained in the Community Development service cost analysis report prepared by GSG. ATTACHMENTS: · Draft cost allocation plan and Community Development Department service cost report prepared by GSG COMMISSION ACTION: CITY OF WINTER SPRINGS CENTRAL SERVICE COST ALLOCA TION PLAN/COMMUNITY DEVELOPMENT SERVICE COST ANAL YSIS REPORT Government Services Group, Inc. 1500 Mahan Drive, Suite 250 Tallahassee, Florida 32308 (850) 681-3717 CITY OF WINTER SPRINGS FULL COST ALLOCATION PLAN/COMMUNITY DEVELOPMENT USER FEE REPORT TABLE OF CONTENTS Page Executive Summary.......................................... ......................................................... 3 I ntrod uctio n ................................................................................................................ 7 Preface....................................................................................................................... ..... 7 Methodology................................................................................................................... 7 City Profile................................ ................... ............................................................... 9 City Description .. ...... ........ ...... ... ........... ........ ............... ........ ...... ..... ... ...... ........ ..... 9 City Organization.. .... ....... ............ ........... ........ ............ ........ ...... ... ........ ...... ... ..... ... 9 Central Service Departments................. .............................................................. 11 Receiving Departments.................................... .................................................... 15 Cost Allocation Plan.................................................................................................. 18 Cost Allocation Process Explanation .......................................................................... 18 Basis of Allocation of Central Service Costs........................................................ 18 Central Service Indirect Costs by Receiving Department ........................................19 Community Development Department Service Costs/Fees ...................................22 Community Development Department... ............ .... ......... ................ ...... ................. .....22 Current Community Development Department Fees ...........................................23 Community Development Department Fee-Related Budgeted Costs .................... 28 Proposed Community Development Department Cost-Based Fees ....................29 Conclusions & Recommendations ................... ......................... ....................... ........ 32 Cost Allocation............................................................................................................... 32 Community Development Department................................................................. 32 Appendices................................................................................................................. 34 "A" Cost Allocation Statistics/Expenses & Detailed Schedule (Worksheets) ........ A "B" Fee Area Time & Effort (Worksheets) .................................................................. B GOVERNMENTSER~CESGROU~/NC 2 I. EXECUTIVE SUMMARY Scope of Services - Under this agreement with the City, GSG was to accomplish two goals: 1) Develop a Cost Allocation Plan 2) Review the fee structure of Community Development funding in the City and propose revising the structure inclusive of direct cost and indirect central service cost Cost Allocation Plan Recommendations a) Adopt a Cost Allocation Plan, provided in Table II (see next page) b) Funds receiving central services from the General Fund should reimburse the General Fund for the cost of those services according to Table II Community Development Fee Structure Recommendations a) Building i) Establish a special revenue fund for the building and permitting function ii) Increase building related permit fees $1.00 to cover the cost of central services cost iii) Increase the cost of building plan review fees $.50 to cover the cost of central service cost iv) Accumulate no more in the building special revenue fund, than a balance equal to one years budgeted expenditures to cover fluctuations in building related revenues and expenditures. b) Planning and Development Review i) Establish a Planning and Development Review Special Revenue Fund ii) Determine the appropriate level of recovery from fees vs. the general fund and the appropriate phase in of fee increases to achieve fee revenues equal to the full cost of providing fee related services. GOVERNMENTSERWCESGROU~/NC 3 Table 2 Central Service Indirect Costs Allocated to Receiving Departments Allocated Dept. # Public Works Amount 1500 Public Works - Engineering $28,451 4410 Public Works $250,043 4411 PW- 434 Beautification $2,763 subtotal $281,258 Community Development 1510 Com Dev - Administration $47,256 1515 Com Dev - Planning $9,359 1520 Com Dev - Dev Review $17,778 2400 Com Dev - Building - Plans & Insp $108,314 2425 Com Dev - Building - Permit Office $18,390 2450 Com Dev - Delinquent Permit Fees $8,990 2500 Com Dev - Arbor $28,235 subtotal $238,322 Police 2110 Police - Office of the Chief $950,351 2111 Police - COPS Grant-Officer $67,647 2112 Police - COPS Grant-Equipment $247 2113 Police - Criminal Investigations $7,083 2114 Police - Operations Support $6,053 2115 Police - Operations $30,699 2116 Police - Information Services $12,983 2117 Police - Technical Services $5,928 2118 Police - Code Enforcement $35,705 subtotal $1,116,696 Fire 2210 Fire - Administration $512,283 2220 Fire - EMS Division $1,054 2230 Fire - Prevention Division $9,450 2240 Fire - Operations Division $37,971 2250 Fire - Training Division $1,651 subtotal $562,408 P & R - Operations 7200 P & R - Admin $163,370 7210 P & R - Athletics - General $9,844 7211 P & R - Athletics - League $582 7212 P & R - Athletics - Prtnshp $582 7220 P & R - Concessions $10,450 7230 P & R - Parks & Grounds $129,374 GOVERNMENT SERVICES GROUP, INC 4 Allocated Dept. # Public Works Amount 7240 P & R - Program & S.E. $11,001 7250 P & R - Seniors $10,278 subtotal $335,481 P & R - Grants 7231 P & R - FRDAP#1 $2,181 7234 P & R - FRDAP#2 $0 7235 P & R - FRDAP#3 $0 7236 P & R - FRDAP#4 $2,909 7232 P & R - CDBG $2,421 7233 P & R - LWCF $2,909 subtotal $10,420 Water & Sewer Utility 3600 Water & Sewer Operating Department $333,156 3610 Renewal & Replacement Department $2,734 3620 Revenue Generation Department $8,828 3630 1997 Utility Construction Department $0 3640 2000 Utility Construction Department $38,540 Utility Finance-Billing & Customer 1360 Service $137,395 subtotal $520,653 Other 102 Police Education Fund $364 103 Special Law Enforcement Trust Fund $15,284 104 Transportation Improvement Fund $8,448 105 Land Acquisition Fund $0 106 Street Lighting Fund $113 107 Solid Waste/Recycling Fund $19,095 110 Arbor Fund $73 115 Road Improvements Fund $38,990 130 Stormwater Management Fund $68,354 140 Transportation Impact Fee Fund $16,565 150 Police Impact Fee Fund $2,400 160 Fire Impact Fee Fund $1,642 170 Medical Transport Service Fund $4,325 173 Excise Tax Fund $0 184 TLBD Maintenance Fund $3,323 308 TLBD Improvement Fund $1,651 191 Oak Forest Maintenance Fund $327 304 1997 Capital Account Fund $364 305 1999 Construction Fund $33,630 306 Revolving Rehab Fund $0 GOVERNMENT SERVICES GROUP. INC 5 Public Works 2000 Info Sys Project Fund CW Expansion Fund subtotal TOTAL RECEIVING DEPARTMENTS Dept. # 307 310 Allocated Amount $34,696 $2,929 $252,573 $3,317,811 GOVERNMENTSER~CESGROU~/NC 6 I II II. INTRODUCTION Government Services Group, Inc. (GSG) specializes in providing management consulting services to local governments utilizing computer based technology and process oriented analysis. GSG has developed special experience in performing financial analysis and direct and indirect service costs analysis for state and local governmental agencies in Florida. The City of Winter Springs (City) has entered into a professional services agreement with GSG to provide specialized services in developing a central service cost allocation plan and conducting a City Community Development Department service cost analysis. PREFACE II This document is the central service cost allocation plan and Community Development Department service cost analysis that are project deliverables specified in the scope of services incorporated in the professional services agreement between the City and GSG. The purpose of this document is to describe the process that was used in developing the central service cost allocation plan and Community Development Department service cost analysis, provide an analysis of data provided by the City, and present the findings of the process. II In developing this central service cost allocation plan, METHODOLOGY GSG compiled and analyzed the following data provided by the City: . Chart of Accounts (all funds/departments/divisions). . Detail FY 2001 Revenue by fund/department/division. · Detail FY 2001 Expenditures by fund/department/division. · Fixed asset inventory of buildings and equipment by fund/department/division as of September 30,2001. · Approved FY 2000-01 and 2001-02 budget documents. . Proposed FY 2002-03 budget document. . Organizational charts. . Overview of each department. . Schedule of employees by fund/department/division. . Proposed positions for FY 2002-03. · Number of retirement plan participants per fund/department/division as of September 30, 2001. . Number of telephone extensions per department/division. · Data processing charges per fund/department/division. II GOVERNMENTSER~CESGROU~/NC 7 · Internal vehicle maintenance charges/usage per fund/department/division. . Internal self-insurance charges/usage per fund/department/division. · Internal telecommunication charges/usage per fund/department/division. · Detail of non-departmental expenditure line items by fund/department/division. In performing the service cost analysis, GSG compiled and analyzed the following data provided by the City: . A list of the City's existing service fee areas and any proposed new fee areas. · A service area fee rate schedule. . A list of City staff persons for each department involved in providing services for which City service fees are charged. . A list of the total amount of revenues received for each fee area for FY 2001. . A list of the total number of permits, development applications, etc., issued for FY 2001 and 2002. · A list of all City employees by employee classification, including current annual salary and annual benefits in the Building-Code Enforcement and Planning and Development Review Departments. GOVERNMENT SERVICES GROUP, INC 8 III. CITY PROFILE CITY DESCRIPTION The City of Winter Springs is located in Central Florida in the heart of Seminole County, approximately 20 miles northeast of Orlando and has a growing population of approximately 32,000 people. The following map depicts the location of the City: Figure 1 Map - Pinellas County, Florida -: tAA~~""7 \s~~~n~n~ A labam~ \ Florida LTftllfthftssee~ 'J ~ .--V @ . J~(kS6n:,lI'lle .-------.---- ----::-~ ..1 'OL-.... ;.1.L1!!!1lI11 . 1ookm~ I . . . 1 . t ~DaYtonaBea(n . '.r)'aQd() :'. , . Wlnler.Splj~ Gleanwaten ~t Pe~rsb'~'tg ~orr' ~".u~~rda'l~ .. Miaml@ . ~ 2002~M;;~Q ue-;tCQ-;;:'~ In~1 ~~~__..~_~__.__ _,_ _,----...::.....~_____.___.J .; " CITY ORGANIZATION The following chart provides the organization structure of the City: GOVERNMENTSER~CESGROU~/NC 9 Figure 2 Organization of the City of Winter Spring Fiscal Year 2002-2003 Finance Director Community Development Director City Attorney Fir. Chief Public Works/Utility Director Parks & Recreation Director General Services Director -Administration -Administration -Administration -Administration -Administration -Administration -Administration -Accounting -Comp Planning -Fire/Rescue -Records -Stormwater -Civic/Senior -HR -Debt Mgt. -Land Mgt. -Fire Prevention -Communications - Transportation -Parks/Field Mnt. -Risk Mgt. -Treasury Mgt. -Code Enforcement -EMS -Patrol -Engineering -Athletics -Purchasing -Meter Svc. -Bldg Permit & Insp. -Investigations -Water Mgt. -Rec. Programs -Budgeting -Youth Services Water -Concession Svc. Wastewater * The City Manager is appointed by the Commission. * The City Clerk is appointed by the Mayor with ratification of the City Commission and works under the direction of the City Manager. * The City Attorney is appointed by the Mayor with ratification of the City Commission and works under the direction of the City Commission. *l~.dvisory Boards are appointed by the Mayor and City Commission and work under the direction of the City Commission. GOVERNMENTSERWCESGROU~/NC 10 The following comprise the central service department whose costs will be allocated to receiving departments/entities in this cost allocation plan: Central Service Departments City Commission The City of Winter Springs City Commission consists of a Mayor and five Commissioners who exercise legislative authority for matters occurring within the City limits that are within their purview. City Clerk The City Clerk (and staff) work closely with the Mayor, the City Commission, the City Manager, Staff and the public. The City Clerks' Office provides notice of Meetings; issues the Commission Agenda; provides the minutes to all City Commission Meetings and Workshops, and numerous Advisory Board and Committee Meetings; conducts City Elections; along with numerous other responsibilities as they arise. The Office of the City Clerk has no smaller divisions, and the staff is comprised of the following: The City Clerk is the Department Head for this Department. Reporting directly to the City Clerk is the Deputy City Clerk. Currently, the City Clerk's Office is also staffed with one (1) full-time assistant. The Office of the City Clerk serves the Mayor and City Commission of the City of Winter Springs, while working to assist the City Manager and his/her Staff; all Advisory Board and Committee Members; and the general public with any needs and concerns that they may have. City Manager The day to day management of the city is vested in a professional City Manager appointed by the elected body. The City Manager has three main missions as follows: 1. To assist the elected body in establishing the policy direction of the city through the development of a futuristic vision, missions, goals, objectives and ordinances. 2. To assist the elected body in identifying and focusing resources upon its policy directions in order to get the job done. 3. To manage those resources in the most efficient, effective and responsible manner possible. GOVERNMENT SERVICES GROUP, INC 11 City Attorney To provide the City Commissioners and staff with sound legal counsel and advice. Finance Department The Finance Department is responsible for all financial systems, procedures, internal control processes and reports that disclose the fiscal condition of the City to management, elected officials and the City's citizens. The Finance Department has five major areas of responsibility: 1) Financial Reporting and Management Analysis Generally this area of responsibility entails the accurate and timely reporting of historical and prospective financial information to both internal and external interested parties. Specifically, the Finance Department is responsible for the following: · Comprehensive Annual Financial Report (CAFR) and preparation of work papers for the annual audit - the GFOA Certificate of Excellence in Financial Reporting was awarded for the 2001 annual audited CAFR · Preparation, coordination and oversight of the City's budget . Provide accurate and timely financial reports of the City's departments · Forecast revenues generated by taxes, fines, fees, and charges . Projects departmental expenditures on a continuous basis to assess overall financial condition . Prepare and file all required federal, state and local reports 2) Treasury Function The Treasury function consists of maintaining and managing the City's investment and debt portfolio's as follows: . Cash and investments - managed to achieve the highest yield possible in accordance with the City's investment policy while providing for liquidity to meet the City's needs in a sound and prudent manner . Debt service - managed to ensure that timely payment of principal and interest are made and that bond covenants are met to protect and maintain the highest possible credit rating GOVERNMENT SERVICES GROUP. INC 12 3) Revenue Collection The Revenue Collection function entails the billing for user services such as utilities as well as invoicing for any monies due under contractual agreements. The revenue cycle also includes collections for all amounts due and past due. Specifically, the Finance Department manages the following three areas under Revenue Collection: . Billing . Account receivable . Collection of revenues 4) Cash Disbursements The Cash Disbursements function handles the City's obligations for goods received and services rendered by vendors and the services rendered by employees in accordance with contractual obligations and state and local guidelines, policies and procedures. Specifically, the Finance Department manages the following two areas under Cash Disbu rsements: · Accounts payable . Payroll 5) Fixed Asset Management The Finance Department is responsible for safeguarding the City's assets including our "fixed assets". Specifically, we perform the following: . Control and account for all fixed assets of the City . Periodic inventory . Disposition of surplus property General Services 1) Provides a complete scope of personnel services, to include salary/wage/benefit administration, policy review, labor relations, collective bargaining, recruitment, testing, training, and records maintenance. 2) Conducts all purchasing for the city, to include the solicitation of bids and quotes, project coordination, requisition and purchase order processing, and vendor relations. 3) Administers a complete risk management program including safety and loss control, GOVERNMENT SERVICES GROUP, INC 13 insurance coverages for workers compensation, automobile liability, property damage, general liability, and employee health/dental/life and related benefits. 4) Provides administrative support to the City Manager's Office by conducting research to support positions on a wide variety of issues. Mission: The primary mission of the Department of General Services is to provide comprehensive support to city employees and the public, and to further the goal of becoming an exemplary city with high standards of service delivery. Information Services The Information Services Department develops, implements, and enforces technology standards throughout the City for all departments. All technical support for computers, both software and hardware, are conducted through this department as well as implementation and management of all telephone services. This department is also responsible for all data and telephone infrastructure inside all buildings and that which connects the buildings via fiber optic cabling. Mission Statement: The mission of the Information Services Department is to coordinate and support the deployment of technology that meets the business goals, reduces operating cost and maximizes the ability of the City to provide exceptional public service to businesses and residents. Public Works Department · Facilities Management & Maintenance Function - The Public Works Department provides the overall facilities management and maintenance function for the City- owned buildings and facilities. · Motor PoolNehicle Maintenance Function - The Public Works Department provides vehicle safety and maintenance of all City-owned vehicles. In addition, the following will be treated in the same manner as central service departments for cost allocation purposes: Equipment Use Allowance The equipment use allowance is the cost to the City of providing equipment for each central service department to use in support of the operational (receiving) departments. The equipment includes vehicles, computer and office automation equipment and other general equipment. In lieu of depreciation as an expenditure the City may recover the cost of movable assets through an equipment use allowance. Assuming a fifteen-year useful life span the equipment use allowance is calculated as 6 2/3 percent of allowable costs. GOVERNMENT SERVICES GROUP, INC 14 Building Use Allowance The building use allowance is the cost to the City of providing space in City Hall which houses a majority of the central service departments as well as some operational departments. The building use allowance was calculated as two percent of the original cost of this general funded facility. Receiving Departments The following comprise the receiving departments/entities to which central service costs will be allocated in this plan: Community Development Department The Department has the responsibility for five (5) separate programs or functions. The Administration Division is responsible for the overall coordination and decision making of the Department. The Planning Division is responsible for providing the following development related services: updating the Comprehensive Plan, implementation of the Comprehensive Plan and Land Development Regulations, annexations, demographic information and census mapping. The Land Development Division is responsible for providing the following services: coordinating the review of new development proposals with other divisions of the Department and with other departments of the City; and facilitating the processing of those applications for such reviews. The Permit Division is responsible for providing information, taking applications and the issuance of City permits and professional and occupational licenses. The Building Division is responsible for performing the review, permitting, and inspection of any building or plan. The Community Development Department is responsible for assisting the following City Boards: . Planning & Zoning Boards/Local Planning Agency . Board of Adjustment . Code Enforcement Board . Beautification of Winter Springs Board Mission: The Community Development Department's mission is to achieve a balanced and aesthetic community while promoting the opportunity for an improved quality of life for all residents by being sensitive and responsive to the needs of the community. Fire Department Purpose and functions of department: Fire suppression, Emergency Medical Services, Public Fire Safety and Education GOVERNMENT SERVICES GROUP, INC 15 Parks and Recreation . Athletics . Parks & Facilities . Programs . Seniors Winter Springs Parks & Recreation VISion is to provide quality diverse parks and recreation opportunities in a healthy, safe, clean and sustainable environment. Mission: To provide those services that enhance and enrich the quality of life of its citizens. To ensure the most effective, economic and innovative approach to this end, we shall maintain the highest standard of integrity, ethics and professionalism both personally and publicly. Police Department The Police Department consists of the following functions: . Chief Of Police . Parole Operations Bureau · Criminal Investigations Bureau . Operation Support Bureau . Information Services Bureau . Community Relations . School Resources . Code Enforcement Public Works Divisions and functions: . Public Works - Roads, sidewalks, landscaping, facilities maintenance and fleet services . Capital Projects - Coordinates all City capital projects . Engineering is responsible for review of development projects in terms of engineering principles and City Code. GOVERNMENT SERVICES GROUP. INC 16 Mission: The miSSion of the public Works Department is to maintain the public infrastructure at the highest level of service for lowest cost. Stormwater Fund (special revenue fund): Retention Ponds and drainage facilities maintenance Utility (enterprise fund) Water, Sanitary Sewer, and Reclaimed Water service and maintenance GOVERNMENTSER~CESGROU~/NC 17 IV. Cost Allocation Plan This full service cost plan addresses indirect costs pertaining to services provided by the City's central service departments. It is based on budgeted expenditures for the Fiscal Year ending September 30, 2003 (FY 2002-03). The treatment of direct and indirect costs has been consistently followed. The most appropriate available allocation bases were used for each central service department/function. The statistics used in making the allocations were based on actual data provided by the City. A single step down allocation approach was used. Allowable central service department indirect costs were allocated to City operational (receiving) departments through the consistent application of the allocation statistics provided by the City. The resulting allocations represent each operating (receiving) department's proportional share of the indirect (central service department) costs. COST ALLOCATION PLANNING PROCESS EXPLANATION I ALLOCATION BASES I The following table provides the allocation basis used to allocate central service department costs to the receiving departments: Table 1 Basis of/Amount for Allocation - Central Service Costs 2002-03 Budgeted Amount for Dept. # DEPARTMENT Allocation ALLOCATION BASIS Equipment Use Allowance $43,792 Number of Authorized Positions Building Use Allowance $33,447 Number of Authorized Positions Executive 1100 Commission $113,000 Number of Authorized Positions 1110 Boards $21 ,1 00 Number of Authorized Positions 1200 City Manager $276,050 Number of Authorized Positions 1210 City Clerk $203,400 Number of Authorized Positions General Government 1220 Legal Services $220,000 Number of Authorized Positions 1900 General Government $165,000 Number of Authorized Positions Finance GOVERNMENT SERVICES GROUP, INC 18 2002-03 Budgeted Amount for Dept. # DEPARTMENT Allocation ALLOCATION BASIS 1300 Finance $391,200 Amount of Budgeted Expenditures 1320 Utility Finance - Meter Services $0 N/A General Services 1350 General Services - Administration $68,300 Number of Authorized Positions 1310 General Svcs -Human Resources $81,300 Number of Authorized Positions 1330 General Svcs - Purchasing $54,600 Amount of Budgeted Expenditures 1910 General Services - City Hall $169,100 Number of Authorized Positions 1920 General Services - Risk Mngmt $297,400 Number of Authorized Positions 1930 General Services - Library $1,000 Number of Authorized Positions 4410 Public Works Fleet Services $265,895 Number of Active Vehicles Facilities Maintenance $142,778 Number of Authorized Positions 1340 Information Systems $770,450 Number of Active Computers (CPUs) Total $3,317,811 RECOVERABLE INDIRECT COSTS BY RECEIVING DEPARTMENT The following table provides for $ 3,317,811 in total potentially recoverable indirect central service costs including the amount allocable to each particular receiving entity resulting from the detailed costs allocations performed in Appendix "A" of this report: Dept. # 1500 4410 4411 1510 1515 1520 2400 Table 2 Central Service Indirect Costs Allocated to Receiving Departments Public Works Public Works - Engineering Public Works PW- 434 Beautification subtotal Community Development Com Dev - Administration Com Dev - Planning Com Dev - Dev Review Com Dev - Building - Plans & Insp Allocated Amount $28,451 $250,043 $2,763 $281,258 $47,256 $9,359 $17,778 $108,314 GOVERNMENTSERWCESGROU~/NC 19 Allocated Dept. # Public Works Amount 2425 Com Dev - Building - Permit Office $18,390 2450 Com Dev - Delinquent Permit Fees $8,990 2500 Com Dev - Arbor $28,235 subtotal $238,322 Police 2110 Police - Office of the Chief $950,351 2111 Police - COPS Grant-Officer $67,647 2112 Police - COPS Grant-Equipment $247 2113 Police - Criminal Investigations $7,083 2114 Police - Operations Support $6,053 2115 Police - Operations $30,699 2116 Police - Information Services $12,983 2117 Police - Technical Services $5,928 2118 Police - Code Enforcement $35,705 subtotal $1,116,696 Fire 2210 Fire - Administration $512,283 2220 Fire - EMS Division $1,054 2230 Fire - Prevention Division $9,450 2240 Fire - Operations Division $37,971 2250 Fire - Training Division $1,651 subtotal $562,408 P & R - Operations 7200 P & R - Admin $163,370 7210 P & R - Athletics - General $9,844 7211 P & R - Athletics - League $582 7212 P & R - Athletics - Prtnshp $582 7220 P & R - Concessions $10,450 7230 P & R - Parks & Grounds $129,374 7240 P & R - Program & S.E. $11,001 7250 P & R - Seniors $10,278 subtotal $335,481 P & R - Grants 7231 P & R - FRDAP#1 $2,181 7234 P & R - FRDAP#2 $0 7235 P & R - FRDAP#3 $0 7236 P & R - FRDAP#4 $2,909 7232 P & R - CDBG $2,421 7233 P & R - LWCF $2,909 subtotal $10,420 Water & Sewer Utility GOVERNMENT SERVICES GROUP, INC 20 Dept. # 3600 3610 3620 3630 3640 Public Works Water & Sewer Operating Department Renewal & Replacement Department Revenue Generation Department 1997 Utility Construction Department 2000 Utility Construction Department Utility Finance-Billing & Customer Service subtotal Other Police Education Fund Special Law Enforcement Trust Fund Transportation Improvement Fund Land Acquisition Fund Street Lighting Fund Solid Waste/Recycling Fund Arbor Fund Road Improvements Fund Stormwater Management Fund Transportation Impact Fee Fund Police Impact Fee Fund Fire Impact Fee Fund Medical Transport Service Fund Excise Tax Fund TLBD Maintenance Fund TLBD Improvement Fund Oak Forest Maintenance Fund 1997 Capital Account Fund 1999 Construction Fund Revolving Rehab Fund 2000 Info Sys Project Fund CW Expansion Fund subtotal TOTAL RECEIVING DEPARTMENTS 1360 102 103 104 105 106 107 110 115 130 140 150 160 170 173 184 308 191 304 305 306 307 310 Allocated Amount $333,156 $2,734 $8,828 $0 $38,540 $137,395 $520,653 $364 $15,284 $8,448 $0 $113 $19,095 $73 $38,990 $68,354 $16,565 $2,400 $1,642 $4,325 $0 $3,323 $1,651 $327 $364 $33,630 $0 $34,696 $2,929 $252,573 $3,317,811 GOVERNMENT SERVICES GROUP, INC 21 \f. COMMUNITY DEVELOPMENT DEPARTMENT SERVICE COSTS/FEES COMMUNITY DEVELOPMENT DEPARTMENT The purpose of the Community Development Department is to assure the orderly growth and development of the City and protect the public health, safety, and welfare of the residents of the City of Winter Springs through the review, inspection and approval of building construction occurring within the City. The Department has the responsibility for administering the City's building program and planning and development review program. The Department Director is responsible for the overall coordination and decision making of the Department. The Planning Division is responsible for updating the Comprehensive Plan, implementation of the Comprehensive Plan and Land Development Regulations, annexations, demographic information and census mapping. The Land Development Division coordinates the review of new development proposals with other divisions of the Department and with other departments of the City. The Building Division is responsible for the review, permitting, and inspection of any building or plan. The Permitting Division provides central permit intake, processing and issuance support for the other divisions within the department and serves as a centralized one-stop permit point for the City. The services provided by the Community Development Department are funded from fees assessed to those who use or benefit from the provision of the service. In the past the City has deposited these funds into the General Fund and then appropriated funds from the general fund to the department for the provision of services. However, the City has taken the steps necessary to provide for funding the department through either a special revenue fund or enterprise fund and has indicated that this change in funding mechanism is imminent. In addition to the indirect costs of providing City central service costs, costs are incurred in a number of other City Departments in the direct provision of these services. The departments are Public Works (engineering and DRC participation), Fire Department (construction plans fire review, construction fire inspection and DRC participation), Parks and Recreation Department (DRC participation), and Police Department (environmental/arbor review and DRC participation). The costs incurred by other City departments in directly providing these services are generally referred to as crossover costs. GOVERNMENT SERVICES GROUP, INC 22 COMMUNITY DEVELOPMENT DEPARTMENT FEES The following is a list of the current fees of the City relating to building, planning and development review as provided in City Resolution No. 2001-45: Zoning & Planning Fees Fees are as shown plus actual costs incurred for advertising or notification and for reimbursement for services required from the City's Consulting Engineer, Planner, Architect, Landscape Architect, and Surveyor and other related technical and professional services needed in connection with the review, inspection or approval of any development, based on accounting submitted to City with letter of approval (payable prior to approval of the pertinent stage of development) + Actual Cost. FEE Addressing Address Changes i 10 25 Annexation (property annexed by invitation of the city is exempt) 500 Appeal of Administrative Decision 300 Arbor Permit Multiple family or HOA property Single family (plus $10 per tree after the first tree) All other zoning categories ($25 acre increment or portion thereof) (plus $10 per tree after the first tree) 100 25 200 Comprehensive Plan Amendments Small Scale Large Scale Concurrency Test 500 1,000 100 Development Agreement 300 Development of Regional Impact Application Fee Non Substantial Change Flood Zone Determination Letter 5,000 1,500 25 Lot Split 500 GOVERNMENTSERWCESGROU~/NC 23 FEE Planned Unit Development (Residential) Preliminary Plan Review (+ $25/ac) Final Plan Review (+$25/ac) Master Plan Amendment i 1,250 1,000 500 Planned Unit Development (Commercial/Industrial) Preliminary Plan Review (+$25/ac) Final Plan Review (+$25/ac) Master Plan Amendment 3,000 2,500 500 Rezoning petition Standard Rezoning (plus 25 per acre or portion thereof) 500 Site Plan Review (Residential) Preliminary ( +$5/unit) Final ( +$5/unit) 1,000 1,000 Site Plan Review (Commercial) Preliminary Final Special Exception/Conditional Use 1,000 2,500 500 Subdivision (Residential) Preliminary Final Record Plat (+actual cost) 1,200 1,000 500 Subdivision (Commercial) Preliminary Final Record Plat (+actual cost) 3,000 2,500 500 Vacation Requests R.O.W. Easement 300 300 GOVERNMENT SERVICES GROUP, INC 24 FEE Record Plat I 500 Variance 500 Vested Rights Determination 500 Zoning verification letter 25 Building Permit Fees Building Permit (for each $1,000 valuation or portion thereof) 12 Minimum fee 45 (Valuation of construction is determined by the most recent December publication of the Building Valuation Data table as printed in the Southern Building magazine) Plan Services Plan Review One half of price of building permit fee Restamping of unaltered plans One half of price of building permit fee Alteration to approved plans (each page) Minimum fee 15 25 Stamping extra sets of plans for builder (each page) Minimum fee 15 25 Manufactured/Mobile Home permit 150 Construction Trailer permit 180 Demolition permit 60 Electrical Permit Fees Residential 40 (plus .35 per ampere rating of main service disconnect for new services) Minimum fee 40 GOVERNMENT SERVICES GROUP. INC 25 FEE i Temporary Service Pole 55 Commercial 60 (plus .45 per ampere rating of main service disconnect for new services) Minimum fee 65 Manufactured/Mobile Home 55 Temporary Service Pole 55 Plumbing Permit Fees Residential 40 Each plumbing fixture 15 (plumbing fixture is any laundry tray, sink, water closet, bathtub, or shower) Minimum fee 45 Commercial Each plumbing fixture Each floor drain or trap Each vacuum breaker Each building sewer Underground water piping Each water heater 60 15 15 15 25 25 65 Minimum Fee 65 (plumbing fixture defined by fixture unit table of the Standard Plumbing Code) Manufactured/Mobile Homes 55 Fire Sprinkler systems 1-10 heads over 10 heads (1.50 per head exceeding 10 heads) Miscellaneous (gas line, backflow prevention, etc.) 50 65 45 Mechanical Permit Fees Residential Contract value up to $1,000 Contract value over $1 ,000 (plus 15 per $1000 valuation or portion thereof over $1000) 40 65 Commercial Contract value up to $1,000 65 GOVERNMENTSER~CESGROU~/NC 26 FEE t Contract value $1,001-$20,000 85 (plus 20 per $1000 valuation or portion thereof) Contract value over $20,000 325 (15 $1000 valuation or portion thereof over $20,000) Manufactured/Mobile Homes 55 Reinspection Fees 1 st reinspection 50 Any subsequent reinspection of the same required correction(s) 65 Request for Refund on Permit No refund will be made on minimum permit fees unless the permit is issued in error by the City. Refunds on permits of more than $25 will be assessed a $25 processing fee unless permit was issued in error by the City. Fire Fees Plans Review Up to and including 10,000 square feet Over 10,000 square feet Fire protection or alarm systems (existing building) 35 50 35 Inspections New business Final occupational (c.o.) Construction (in field) Re-inspection for rejection - first occurrence Each additional 25 35 15 15 25 Fee Revenues Planning and Development Review Fee Revenues - The actual revenues resulting from planning and development review fees were $11,765 for FY 2000-01. The City has projected that these fees will increase to $14,100 in FY 2002-03. Building Fee Revenues - It is not possible to predict building permit revenues with a high degree of certainty because the building related fees were increased during the preceding fiscal year (FY 2001-02) and there is not sufficient collection history, the number of building permits that will be issued in FY 02-03 is not known and the exact value of proposed improvements and new construction that will occur in FY 02-03 are not yet known. However, the City has projected that building related fees will result in GOVERNMENT SERVICES GROUP, INC 27 $800,200 in revenues for FY 2002-03. Using the FY 2000-01 revenue amount received from building related fees and applying the percentages the fees have increased to the revenues received under the previous fee schedule, it is reasonable to believe that the increased building related fees revenues projected by the City is reasonably accurate, assuming the nature and number of building permits remains closely the same as in FY 2000-01. The Community Development Department provides services that are used by a select segment of the City. As such, the City has elected to fund the provision of these services through the assessment of fees to those who use these services rather than through the general levy of taxes. The fees for these services cannot exceed the full cost incurred by the City in providing the services. The full costs include the direct costs involved in actually providing the particular service wherever within the City organization the direct costs may be incurred, as well as the departmental and citywide indirect costs associated with the provision of the services. COMMUNITY DEVELOPMENT DEPARTMENT FEE- RELATED BUDGETED COSTS City Building Related Costs The following table provides the direct and indirect costs associated with providing the services of the building division: Table 3 City Building Related Costs Buildina Related Costs Amount BuildinQ Division $538,191 Permit Division $154,883 Enhanced (Delinquent) Permit $70,611 Fire Prevention $40,828 Subtotal $804,513 Revenue Estimation Amount $60,338 Total $864,851 City Planning and Development Related Costs The following table provides the direct and indirect costs associated with providing planning and development review services: GOVERNMENT SERVICES GROUP, fNC 28 Table 4 City Planning & Development Review Related Costs Planninq $100,158 Development Review $106,026 Permit Office $4,974 Police Department Chief $13,244 Fire Department $12,780 Public Works Department Director $6,621 Utility Director $10,489 City Enqineer $37,456 Parks and Recreation Department $5,919 Subtotal $297,667 Revenue Estimation Amount $22,325 Total $319,992 Amount The following table provides the direct and indirect costs associated with providing arbor review services: Table 5 Arbor Review Related Costs Amount Arbor $103,110 Permit Office $3,728 Subtotal $106,838 Revenue Estimation Amount $8,013 Total $114,851 PROPOSED COMMUNITY DEVELOPMENT DEPARTMENT COST- BASED FEES Unless a local government determines that a public purpose is being provided to residents of the local government jurisdiction at large, thus warranting the use of local government general fund revenues, fees for local government services benefiting a select segment of the community should be set at levels required to recover the full costs of providing the services. Below are schedules GOVERNMENTSER~CESGROU~/NC 29 that provide the fee amounts that would be required to cover the full costs of providing the City's building program and planning and development review program services. Because the City's revenues are based on building permit and plans review fees that are based on the value of construction versus an average per permit amount, it is necessary to derive the amount of fee increase required to raise the revenues necessary to cover the projected costs by the amount that the projected costs exceed the projected revenues. Table 6 Building Related Cost Based Fees % Time & Effort Fee Area (T&E) Amount Plans Review 30.30% $262,079 Building Permit 58.25% $503,761 Elect/Mech/Plumb Permit 11 .45% $99,011 Total Cost 100.00% $864,851 Projected Fee Revenues $800,200 Difference $64,651 % Difference 8.08% Building Permit Fee per $1,000 Value $12 8.08% Increase ($.97 per $1,000 Value) $1 Cost Based Fee per $1,000 Value $13 Table 7 Planning and Development Review Related Cost Based Fees Avg. Permit Fee Area %T&E Amount # Permits Amount Annexations 7.75% $24,801 8 $3,100 Appeals of Administrative Determinations 3.15% $10,088 3 $3,363 Comprehensive Plan Amendments - Small 4.15% $13,291 5 $2,658 Comprehensive Plan Amendments - Large 20.72% $66,294 10 $6,629 Concurrency Test - Preliminary/Final 0.54% $1 ,729 6 $288 Development Agreements 6.85% $21,906 9 $2,434 Developments of Regional Impact 9.07% $29,027 1 $29,027 Flood Zone Determination Letter 0.17% $551 1 $551 Lot Splits 0.00% $0 0 $2,306 PUD's (Preliminary, Final, Modification) 0.00% $0 0 $5,899 Rezoning Petitions 4.59% $14,681 4 $3,670 GOVERNMENT SERVICES GROUP. INC 30 Avg. Permit Fee Area %T&E Amount # Permits Amount Site Plan Review - Preliminary / Commercial 1.28% $4,1 06 1 $4,106 Site Plan Review - Preliminary / Residential 1.23% $3,946 1 $3,946 Site Plan Review - Final/Commercial 3.85% $12,317 3 $4,106 Site Plan Review - Final/Residential 1.23% $3,946 1 $3,946 ! Special Exceptions/Conditional Use 9.11% $29,144 13 $2,242 , Subdivision - Preliminary / Residential 2.40% $7,686 2 $3,843 Subdivision - Final/Residential 2.66% $8,519 2 $4,259 Subdivision - Plat / Residential 3.60% $11,529 3 $3,843 Vacate Easement 1.44% $4,612 2 $2,306 Vacate Right of Way 0.72% $2,306 1 $2,306 Vacate Platt 0.00% $0 0 $2,306 Variance 5.28% $16,910 12 $1 ,409 Vested Rights Determinations 0.58% $1,858 2 $929 Zoning Verification Letters 1.32% $4,227 12 $352 Future Land Use Map 8.29% $26,518 4 $6,629 Total 100.00% $319,992 106 Table 8 Arbor Review Related Cost Based Fees Avg. Permit Fee Area %T&E Amount # Permits Amount Arbor 100.00% $114,851 1099 $105 GOVERNMENT SERVICES GROUP, INC 31 VI. CONCLUSIONS & RECOMMENDATIONS In preparing the cost allocation plan and performing the service cost analysis of the City's Community Development Department, the consulting teams reached certain conclusions resulting in corresponding recommended actions we feel the City should consider. The recommendations are provided below. II COST ALLOCATION II The City is incurring substantial indirect costs in providing services in support of direct services being provided by the City to its residents. When the services are funded via the general fund, it is appropriate for the costs associated with providing central service support for these services to come from the general fund. However, when the source of funding of the services comes from a special revenue or enterprise fund, those funds should also pay the costs of providing the central service support for those services. Table 2 of this report establishes the amounts of indirect costs potentially recoverable from each receiving Department. The purpose of the City's Community Development Department is to implement and enforce the Florida Building Code as adopted by the City and the City's Local Government Comprehensive Plan and Land Development Code. These are regulatory programs used by a particular segment of the City's population. The City has already adopted a set of fees designed to recover some of the costs of administering these regulatory programs. In addition, the City has taken organizational and budgetary steps recently that would allow it to fund the operations of the department as a special revenue or enterprise fund. Therefore, it is recommended that the City consider proceeding with its plans to establish the Community Development Department as a special revenue funded or enterprise funded department. It is customary for reserve balances to occur in these type funds, over time, in amounts sufficient to cover periodic revenue shortfalls and unexpected expenses to meet peak workload demands. However, whenever the amount of any such reserve approaches an amount equal to one fiscal year's total (direct and indirect) costs, fees should be adjusted downward to eliminate any further growth in the reserve. COMMUNITY DEVELOPMENT DEPARTMENT Building Program Chapter 166.222, Florida Statutes, provides that the governing body of a municipality may provide a schedule of reasonable inspection fees in order to defer the costs of inspection and enforcement of the provisions of its building code. In addition, Chapter 125.56, Florida Statutes, affords Counties the authority to provide a schedule of reasonable inspection fees in order to defer the costs of inspection and enforcement of the provisions of the Florida Building Code and the Florida Fire Prevention Code. GOVERNMENT SERVICES GROUP, INC 32 Finally, Chapter 553.80 (6), (b), Florida Statutes, provides that the fees charged by counties and municipalities for enforcement of the Florida Building Code on buildings, structures, and facilities of state universities, state colleges, and public school districts shall not be more than the actual labor and administrative costs incurred for plans review and inspections to ensure compliance with the code. Based on these provisions, it is recommended that the City consider establishing a Building Inspections Trust Fund wherein the revenues received from fees relating to the City's building and fire prevention codes be deposited for the purpose of funding the building code related activities of the department. In addition, it is recommended that the City consider raising the building permit fee by at least $1.00 per thousand dollars in value (this would automatically result in an increase in the plan review fee of $0.50 per thousand dollars in value) for the purpose of insuring that the fund is properly capitalized to cover the costs of the building code program. Planning and Development Review Program The planning and development review program is similar to that of the building program. Therefore, it is recommended that planning and development review fees be similarly deposited into a Planning and Development Review Trust Fund to pay for the costs of administering the regulatory provisions of the City's Comprehensive Plan and Land Development Code. In addition, it is recommended that the City consider increasing the planning and development review fees (including arbor) to bring the revenues more in line with the projected costs of administering the program. It might be necessary to begin a process of periodic fee increases that would result in the full costs of administering the planning and development review program being achieved at some point in the future. A full cost recovery fee schedule is provided in Tables 7 and 8. The City might want to consider an alternative method of recovering the full costs of administering the planning and development review program. An alternative is to require applicants to post an amount of money with the City that will be drawn down by the City during the processing of a planning or development review application. When the amount is drawn down to a specified level, the applicant is required to post additional moneys to cover the cost of the planning and development review process. This process would require the staff of the Planning and Development Review Division to maintain time and effort logs and issue invoices for the draw down of funds and to refund any unused funds at the end of the process. GOVERNMENTSER~CESGROU~INC 33 VII. APPENDICES Appendix "A" Cost Allocation Statistics/Expenses & Detailed Schedule Appendix "B" Fee Area Time & Effort GOVERNMENTSER~CESGROU~INC 34 Appendix A Cost Allocation Statistics/Expenses & Detailed Schedule GOVERNMENT SERVICES GROUP. INc 35 CITY OF WINTER SPRII'lGS FISCAL YEAR 2002-2003 PROFORMA COST ALLOCATION WORKSHEET ALL FUNOS DEPARTMENTAL EXPENDITURE RECAP Amount Amount Amount Total Allocation Final %of Amount Authorized %of Allocated #of %of Allocated # of %of Allocated Allocated Basis FY 02/03 Receiving Allocated Positions Receiving Authorized Pos. Vehicles Receiving Vehicles Computers Total Computers Amount NUMBER DEPARTMENT Budget Equipment Use Allowance (Central Service only) Number of Authorized PosiHons $43.792 Building Use Allowance Number of Authorized Positions $33,447 Executive 1100 Commission Number of Authorized Positions $113,000 1110 Boards Numbor of Authorized Positions $21,100 1200 City Manager Number of Authorized Positions $276.050 2 1 1210 City Clerk Number of Authorized Positions $203.400 3 5 General Government 1220 Legal Services Number of Authorized Positions $220,000 1900 General Govemrrent Number of Authorized Positions $165,000 finance 1300 Finance Amount of Budgeted Expenditures $391,200 6 10 1320 Utility Finance - Meter Services N1A $0 0 General Services 1350 General Services - Administration Number of Authorized Positions $68,300 1310 General Svcs -Human Resources Number of Authorized Positions $81,300 1330 General SVC5 - Purchasing Amount of Budgeted Expenditures $54,600 2 1910 General Services - City Hall Number of Authorized Posittons $169,100 1920 General Services - Risk Mngmt Number of Authorized Positions $297.400 1930 General Services _ Ubrary Number of Authorized Positions $1,000 4410 Public Wor1<s Fleet Services Number of Active Vehicles $265.895 3 Facilities Maintenance Number of Authorized Positions $142.778 2 1340 Information Systems Number of Active Computers (CPUs) S770,45O 2 21 T olal Central Service $3,317,811 22 40 CROSS CHECK $3.317,811 $0 Public Worl<s 1500 Public Works - Engineering $65.800 0.2147% $957 1 0.4566% $8,382.04 1 0.8197% $2,179 2 2.1978% $16.933 $28,451 4410 Public Works $933.828 3.0464% $13,581 19 8.6758% $159.258.75 16 13.1148% $34,871 5 5.4945% $42.332 $250,043 4411 PW- 434 Beautification $190.000 0.6198% $2,763 $2,763 Subtotal $1.189,628 3.8809"" $17.301 20 9.1324% $167.640.79 17 13.9344% $37,OSO.89 7.6923% $59.265.38 $281.258 Community Development 1510 Com Dev - Administration $200,300 0.6534% $2,913 2 0.9132% $16,764.08 0.8197% $2,179 3 3.2967% $25.399 $47,256 1515 Com Dev - Planning $67.200 0.2192% $977 1 0.4568% $8,382.04 $9,359 1520 Com Dev - Dev Review $83.900 0.2085% $929 1 0.4566% $8,382.04 1.0989% $8.466 $17,778 2400 Com Dev - Building - Plans & Insp $317,900 1.0371% $4.623 4 1.8265% $33,528.16 5 4.0984% $10,897 7.6923% $59.265 $108,314 2425 Com Dev - Building. Permit Division $111,800 0.3647% $1.626 2 0.9132% $16.764.08 $18,390 2450 Com Dev - Delinquent Permit Fees $41,800 0.1364% $608 1 0.4568% $8,382.04 $8,990 2500 Com Dev - Arbor $50,900 0.1661% $740 1 0.4566% $8,382.04 0.8197% $2,179 2 2.1978% $16,933 $28,235 Subtotal $853.800 2.7853% $12.417 12 5.4795% $100.564.47 5.7377% $15.256.25 13 14.2857% $110.064.29 $238.322 Police 2110 Police - Office of the Chief $205.500 0.6704% $2.989 72 32.8767% $603.506.63 49 40.1639% $106.794 28 30.7692% $237,062 $950,351 2111 Police - COPS Grant-Officer $0 0.0000% $0 1 0.4566% $8.382.04 7 7.6923% $59.265 $67,647 2112 Police - COPS Grant-Equipment $17,000 0.0555% $247 $247 2113 Police - Criminal Investigations $487,000 1.5887% $7.083 $7,083 2114 Police - Operations Suppori $416,200 1.3578% $6.053 $6,053 2115 Police - Operations $2.110,900 6.8864% $30.699 $30,699 2116 Police. Informations Services $892.700 2.9122% $12.983 $12,983 2117 Potice . Technical Services $407,600 1.32970/. $5.928 $5,928 2118 Police - Code Enforcement $149.700 0.4884% $2.177 4 1.8265% $33.528.16 $35.705 Subtotal $4.686.600 15.2890% $68.158 77 35.1598% 5645.417.02 49 40.1639% $106.793.75 35 38.4615% $296,326.92 $1.116.696 Fire 2210 Fire - Administration $193.600 0.6316% $2.816 49 22.3744% $410.719.92 22 18.0328% $47.948 6 6.5934% $50,799 $512,263 2220 Fire - EMS Division $72.500 0.2365% $1.054 $1,054 2230 Fire. Prevention Division $73.400 0.2395% $1,067 0.4566% $8.382.04 $9.450 2240 Fire. Operations Division $2.610.900 8.5175% $37,971 $37,971 2250 Rre . Training Division $113.500 0.3703% $1,651 $1.651 Subtotal $3.063,900 9.9953% $44.559 SO 22.8311% $419, fOl.96 22 18.0328% $47,948.22 6 6.5934% $SO,798.90 5562,408 P & R - Operations Amount Amount Amount Total Allocation Final %of Amount Authorized %of Allocated #of % of Allocated #of %of Allocated Allocated 88aia FY 02/03 Receiving Allocated Positions Receiving Authorized Pos. Vehicles Receiving Vehicles Computers Total Computers Amount NUMBER DEPARTMENT Budget 7200 P&R -Admin $149,400 0.4874% $2,173 2 0.9132% $16.764.08 8 6.5574% $17,436 15 16.4835% $126,997 $163.370 7210 P & R - Athletics - General $100,500 0.3279% $1,462 1 0.4566% $8,382.04 $9,844 7211 P & R - Athletics - League $40,000 0.1305% $582 $582 7212 P & R - Athletics - Prinshp $40,000 0.1305% $582 $582 7220 P & R - Concessions $142,200 0.4639% $2,068 1 0.4566% $8,382.04 $10,450 7230 P & R - Parks & Grounds $821,100 2.6787% $11.941 13 5.9361% $108,966.51 1.0989% $8,466 $129.374 7240 P & R - Program & S.E. $180.100 0.5875% $2.619 1 0.4566% $8,382.04 $11.001 7250 P & R . Seniors $130,400 0.4254% $1,896 1 0.4566% $8,382.04 $10.278 Subtotal $1,603.700 5.2317% $23.323 19 8.6758% $159.258.75 8 6.5574% $17.435.71 16 17.5824% $135,463.74 $335,481 P & R - Grants 7231 P & R - FRDAP#1 $150.000 0.4893% $2.181 $2.181 7234 P & R - FRDAP#2 $0 0.0000% $0 $0 7235 P & R . FRDAP#3 $0 0.0000% $0 $0 7236 P & R - FRDAP#4 $200.000 0.6525% $2,909 $2,909 7232 P&R -CDBG $166.500 0.5432% $2,421 $2,421 7233 P& R-LWCF $200.000 0.6525% $2,909 $2,909 Subtotal $716,500 2.3374% $10,420 0 0 0 $10.420 Water & Sewer Utilities 3600 Water & Sewer Operating Department $5,041,050 16.4453% $73,313 31 14.1553% $259.843.22 0 0.0000% $0.00 0 0.0000"" $0.00 $333,156 3610 Renewal & Replacement Department $188.000 0.6133% $2,734 $2,734 3620 Revenue Generation Department $607.000 1.9802% $8,828 $8,828 3630 1997 Utility Construction Department $0 0.0000% $0 $0 3640 2000 Utility Construction Department $2,650.000 8.6450% $38,540 $38,540 1360 Utility Rnance-Billing & Cust Serv $427,000 1.3930% $6,210 5 2.2831 % $41,910.20 6 4.9180% $13,077 9 9.8901 % $76,198 $137,395 Subtotal SB,913.05O 29.0769% $129.625 36 16.4384% $301.753.41 6 4.9180% $13,076.79 9 9.8901% $76.198.35 $520.653 Other Funds 102 Police Education Fund $25,000 0.0816% $364 $364 103 Special Law Enforcement Trust Fund $1,900 0.0062% $28 5.7377% $15,256 $15.284 104 Transportation Improvement Fund $431.000 1.4060% $6.268 0.8197% $2,179 $8.448 105 Land Acquisition Fund $0 0.??oo% $0 $0 106 Streetligl1ting Fund $7,600 0.0254% $113 $113 107 SoIidwaste/RecycJing Fund $1,313,000 4.2834% $19,095 $19.095 110 Arbor Fund $5,000 0.0163% $73 $73 115 Road Improvements Fund $2.681,000 8.7462% $38.990 $38.990 130 Slormwater Management Fund $636,700 2.0771 % $9.260 5 2.2831 % $41,910.20 4 3.2787% $8,718 1.0989% $8,466 $68.354 140 Transportation IrTllact Fee Fund $1.139,000 3.7157% $16.565 $16.565 150 Police Impact Fee Fund $165,000 0.5383% $2,400 $2,400 160 Rre IrTllact Fee Fund $112.900 0.3683% $1.642 $1.642 170 Medical Transport Service Fund $147,500 0.4812% $2.145 0.8197% $2,179 $4.325 173 Excise Tax Fund $0 0.0000% $0 $0 184 TLBD Maintenance Fund $228,500 0.7454% $3,323 $3,323 308 TLBD Improvement Fund $113,500 0.3703% $1,651 $1.651 191 Oak Forest Maintenance Fund $22,500 0.0734% $327 $327 304 1997 Capital Account Fund $25,000 0.0816% $364 $364 305 1999 Construction Fund $2.312,408 7.5437% $33,630 $33,630 306 Revolving Rehab Fund $0 0.0000% $0 $0 307 2000 Info Sys Project Fund $57,100 0.1863% $830 4 4.3956% $33,866 $34,696 310 CW Expansion Fund $201,400 0.6570% $2,929 $2,929 Subtotal $9.626,208 31.4034% $139.996 5 2.2831% $41.910.20 13 10.6557% $28.333.04 5 5.4945% $42.332.42 $252.572 TOTAL RECEIVING DEPARTMENTS $30.653.386 100% $44S.800 219 100% $1.835,666.60 122 100% $265,895 91 100% $770,450 $3.317.811 CROSS CHECK $30.653.386 $3,317,811 CROSS CHECK $3.317 .811 $445.800 $1.835,668.60 $265.895 $770.450 $3,317.811 TOTAL A1LL FUNDS (Central Service & Receiving) $33.971,197 241 124 131 Equipment Use Allowance FY 00101 Prior FYOOI01 NUMBER DEPARTMENT Acquisition Active Total Executive '1100 Commission $6,331 $39,785 $46,116 $46,115.91 '1110 Boards 1200 City Manager $2,138 $11,685 $13,823 $13,823.36 1210 City Clerk $6,807 $15,042 $21,849 $21,848.85 General Government 1220 Legal Services 1900 General Government Finance 1300 Finance $26,077 $141,010 $167,087 $167,086.92 1350 1310 1330 General Services General Services - Administration General SVC5 -Human Resources General SVC5 - Purchasing 26326 $26,326.30 1920 General Services - Risk Mngmt 1930 General Services - Library 1910 General Services - City Hall 1340 Information Systems TIOTAL $18,304 $365,037 $383,341 $382,340.78 $658,542 $657,542.12 $43,858.87 21929.436 Building Use Allowance 1910 General Services - City Hall City Hall Building $1,672,331 $55,744 $55,688.63 Lighting, ceiling tile renovation, lobby doors. window coverings, cityhall, Ic ducts) City Hall Improvements $32,522 15.0015 City of Winter Springs Typica! Bui!ding Inspection Time and Effort Plans Review Total All Total Annual Residential Commercial Swimming Building Work Hours Sinale-Familv Buildina Building Additions Re-Roofs Pools Fences Signs Total Related Plans Examiner (1) 1872 Number of Permits 2001-02 121 430 18 24 384 115 219 57 1368 Sufficiencv Review - % hours 5.00 0.50 2.50 0.75 0.25 0.25 0.25 0.25 9.75 Initital Plans Review 1.50 2.00 6.00 0.75 0.50 1.00 0.30 1.00 13.05 Note Deficiencies (.75) 1.00 0.50 8.00 0.75 0.25 0.25 10.75 2nd Plans Review (.75) 1.00 0.75 1.50 0.75 0.56 0.56 5.12 Aoorove Plans & Return for Permit Issuance 0.75 0.50 0.50 0.50 0.50 0.13 0.13 0.13 3.13 Total Time Required 9.25 4.25 18.50 3.50 1.25 2.19 0.68 2.19 41.80 Total Time Reauired All Permits 1,119.10 1,827.50 332.97 83.96 480.00 251.56 147.83 124.69 4,367.60 12,009.46 719.47 1,174.90 214.07 53.97 308.59 161.73 95.04 80.16 2,807.93 9,266.07 % BuildinaRelated T&E 7.76% 12.68% 2.31% 0.58% 3.33% 1.75% 1.03% 0.87% 30.30% Amount Buildinq Related Costs $67,152 $109,660 $19,980 $5,038 $28,803 $15,095 $8,870 $7,482 $262,079 Note: The permit office provides direct services in support of the Building Division. Fire Marshal conducts separate plans review and site inspection prior to issuance of CO (See allocation of Fire Prevention Costs). Chief Building Official provides overall direction and support to Building Division. . Community Development Director provides overall executive direction and support to the Community Development Department including the Building Division. Times have been proportionately constrained consistent with the number of hours available in workyear to perform tasks. Appendix B Fee Area Time & Effort GOVERNMENT SERVICES GROUP, INC 36 Buildina Permit Total All Total Annual Residential Commercial Swimming Mobile Construction Building Buildina Permit Work Hours Sinale-Famil Bulldinn Buildlna Additions Re-Roofs Pools Fences Slons Home Trailer Demolition Total Related BUlldlnalnsDector 2 + Contractlnso.\ 5616 2001-02 Permits 121 430 18 24 384 115 219 57 1368 Insoectians PreinsDectlon 1.00 Form BoardlFoundationlRouah Plumbina 1.00 1.25 1.75 0.50 4.50 Beam & Column CBS 70% - Commercial 90%\ 1.50 1.00 1.58 0.56 4.64 Framlna IFrame 30% Residential- Commercial 10% - 7 insooctioni;\ 2.25 1.75 1.05 1.05 6.10 Roof Sheetina 1.00 1.00 1.50 1.50 0.50 5.50 Orvin 0.75 1.00 1.75 0.75 4.25 WeatherizationlEnerav Code 1.00 1.00 1.75 0.75 4.50 Steel in Ground 1.25 1.25 Plumbina 0.75 0.50 0.75 0.50 1.25 Deck 1.00 1.00 2.00 Set UOfrie Down 1.25 0.50 ElectricIPower Pole 0.75 0.50 0.50 Finallnsoectian 1.50 1.25 4.00 1.50 0.75 0.50 0.75 0.50 1.00 11.75 Post insoection 0.50 T otallndividual Permit 11.50 8.25 13.38 6.61 1.25 3.25 0.75 0.50 3.50 1.50 1.50 50.49 Total Work Hours All Permits 1.391.66 3 549.01 240.75 158.70 480.00 373.75 164.25 28.50 0.00 0.00 0.00 6,386.61 12.009.46 1,176.09 2,999.26 203.46 134.12 405.65 315.86 138.81 24.09 0.00 0.00 0.00 5.397.33 9,266.07 % Bulldino Related T&E 12.69% 32.37% 2.20% 1.45% 4.38% 3.41% 1.50% 0.26% 0.00% 0.00% 0.00% 58.25% Amount Buildino Related Costs $109,771 $279,937 $18.990 $12,518 $37,861 $29.481 $12,956 $2 248 $0 $0 $0 $503.761 Averane Permit Amount $368 Electrical/Plumbina/Mechanical Total All Total Annual Building Work Hours Electrical Plumbing Mechanical Total Related Building Permits 109 298 163 570 Building Inspector (2 + Contract Insp.) 5616 2001-02 Permits Inspections Rough 1.25 1.25 1.25 Final 0.75 1.00 1.00 Total Individual Permit 2.00 2.25 2.25 Total Work Hours All Permits 218.00 670.50 366.75 1255.25 12,009.46 184.23 566.64 309.94 1060.81 9,266.07 % Building Related T&E 1.99% 6.12% 3.34% 11 .45% Amount Building Related Costs $17,195 $52,887 $28,9281 $99,011 Permit Related Workload Projected Total Hours Hours Regular Annual Overtime/ Total Time All Plans Over/Under Position Work Hours Support Available Reviewed Time Plans Examiner (1) 1,872 936 2,808 4,368 1,560 Building Inspector (2 + Contract Insp.) 5,616 842 6,458 7,642 1,183 Total 7,488 1,778 12,009 2,743 Note: Times have been proportionately constrained consistent with the number of hours available in workyear to perform tasks. City of Winter Springs Typical Planning and Development Review Time and Effort Worksheets Annexation Number of Applications 8 Comprehensive Planning Coordinator (1) Informational Pre-Application Meeting 1.00 Intake Distribute to Planner Sufficiency Review 0.50 Note Deficiencies & Noti tv Applicant 0.25 2nd Intake (If necessary 2nd Sufficiency Review If necessary) 0.20 Prepare Draft Staff Report 3.00 Director Review Revise Staff Report 1.00 Schedule For Planning & Zoning Board Meeting 0.25 PlanninQ & ZonninQ Board HearinQ 1.00 Update Staff Report 0.50 Director Review PlanninQ & Zonning Board 2nd Hearing (If necessary) 1.00 Update and Reformat Staff Report for Commission 2.00 Director Review 0.50 City Attorney Legal Review Update Staff Report 1.00 Director Review City Attorney Legal Review City Manager Review Update Staff Report 1.00 Prepare Adertisement 0.50 City Attorney LeQal Review Advertisement Submit Advertisement 0.50 Place on Commission AQenda 0.25 Commission MeetinQ 1st ReadinQ 3.00 Update Staff Report 1.00 Director Review City Attorney LeQal Review City Manager Review Commission Meeting 2nd Reading 3.00 Update Staff Report 0.50 Director Review City Attorney LeQal Review City Manager Review Continuance Commission MeetinQ 2nd ReadinQ (If necessary-50% of time) 1.50 Update City Map in May Annually 0.50 Organize & Close Out File 0.25 Total Hours 24.20 Total Hours - All Applications 193.60 - ~,. . N!'te:. ShCJcI!!"~ _d~'!()tes_ CJ.ctivities. for vt(hich c.osts are allocated. Appeal of Administrative Determination Number of Applications 3 Current Planner (1) Informational Pre-Application MeetinQ 1.00 Intake Distribute to Planner Sufficiency Review 0.25 Prepare Draft Staff Report 3.00 Director Review Revise Staff Report 0.50 City Attorney LeQal Review City Manaqer Review Update Staff Report 0.25 Place on Commission Aqenda 0.25 Commission Meeting 3.00 Update Staff Report 0.25 Orqanize & Close Out File 0.25 Total Hours 8.75 Total Hours - All Applications 26.25 Arbor Number of Applications 1099 Environmental Inspector Informational Pre-Application Meeting 0.50 Intake Distribute to Evironmentallnspector Sufficiency Review 0.25 Review Site Arbor Plan 0.5 Conduct Site Pre-Inspection 0.75 Note Deficiencies 0.25 Notify Applicant of Deficiencies 0.25 2nd Intake Distribute to Evironmentallnspector Review Revised Site Arbor Plan 0.25 Approve Plan 0.13 Issue Arbor Permit Conduct Site Post-Inspection 0.50 OrQanize & Close Out File 0.25 Total Hours 3.63 Total Hours - All Applications 3,984 Comprehensive Plan Small Scale Amendment Number of Applications 5 Comprehensive Planning Coordinator (1) Informational Meetinq 0.50 Pre-Application Review Meetinq 0.75 Intake Distribute to Planner Sufficiency Review 0.75 Note Deficiencies 0.25 Notify Applicant 2nd Intake 2nd Sufficiency Review Redistribute to Planner Prepare & Distribute to DRC 0.50 Prepare DRC Comments 2.50 Director Review DRC Meetinq 1.00 2nd DRC Meeting 0.75 Update Staff Report 0.75 Director Review Land Planninq Aqency Workshop Update Staff Report Director Review Land Planninq Aqency Hearinq 1.50 Update Staff Report Director Review Land Planning Agency 2nd Hearing Prepare Staff Report for Commission 3.00 Director Review Legal Review City Manager Review Update Staff Report 1.00 Place on Commission Agenda 0.25 Commission Meeting 1st Reading 3.00 Update Staff Report 1.00 Director Review Legal Review City Manager Review Commission Meetinq 2nd Readinq 3.00 Update Staff Report Organize & Close Out File 0.25 Total Hours 20.75 Total Hours - All Applications 103.75 Comprehensive Plan Large Scale Amendment Number of Applications 10 Comprehensive Planning Coordinator (1) Informational Meeting 1.00 Pre-Application Review Meeting 1.50 Consultation DCA/RPC 1.00 Intake Distribute to Planner Sufficiency Review 1.00 Note Deficiencies 5.00 Notify Applicant 2nd Intake 2nd Sufficiency Review Redistribute to Planner Prepare & Distribute to DRC 0.75 Prepare DRC Comments 4.00 Director Review DRC Meeting 1.00 2nd DRC Meeting 1.25 Update Staff Report 1.25 Director Review Land Planning Agency Workshop Update Staff Report Director Review Land Planning Agency Hearing 2.50 Update Staff Report 2.00 Director Review Land Planning Agency 2nd Hearing Update and Reformat Staff Report for Commission Director Review Legal Review City ManaQer Review Update Staff Report 0.75 Place on Commission Agenda 0.25 Commission Meeting 1 st Reading 3.00 Update Staff Report 0.75 Director Review Legal Review City Manager Review Prepare Submittal Documents & Transmit to Reviewing Agencies 4.00 Interact with DCA & RPC 3.00 Review & Respond to DCA 4.00 Revise Ordinance & Staff Report Based on DCA Response 2.50 Legal Revise Ordinance Commission Meeting 2nd Reading 3.00 Prepare Package for DCA & Reviewing Agencies 4.00 Interaction With DCA 3.00 Update Staff Report 1.00 Director Review Legal Review City Manager Review Organize & Close Out File 0.25 Total Hours 51.75 Total Hours - All Applications 517.50 Concurrency Number of Applications 6 Comprehensive Planning Coordinator (1) Informational Meeting 0.25 Pre-Application Review Meetinq 0.50 Intake Distribute to Planner 0.25 Update Concurrency Review Spreadsheets 1.00 Issue Concurrency Certification Orqanize & Close Out File 0.25 Total Hours 2.25 Total Hours - All Permits 13.5 Development Agreement Number of Applications 9 Current Planner (1) Informational Meeting 0.50 Pre-Application Review Meeting 0.75 Intake Distribute to Planner Sufficiency Review 0.75 Note Deficiencies 2.00 Notify Applicant 2nd Intake 2nd Sufficiency Review Redistribute to Planner Prepare & Distribute to DRC 0.50 Receive and review DRC Comments/Prepare Draft Staff Comments 2.50 Director Review DRC Meeting 1.00 2nd DRC Meeting 0.75 Prepare Staff Report 3.00 Director Review Leqal Review City Manaqer Review Update Staff Report 1.00 Ch. 163, F.S., Advertise 2 times & Notice Abuttinq Property Owners (25% of time) 1.00 Place on Commission Aqenda 0.25 Commission Meetinq Ch. 166, F.S. (75% of time) 2.25 Commission Meeting 1st Readinq (Ch. 163, F.S.) (25% of time) 0.75 Update Staff Report 1.00 Director Review Leqal Review City Manaqer Review Commission Meetinq 2nd Readinq (Ch. 163. F.S.) (25% of time) 0.75 Organize & Close Out File 0.25 Total Hours 19.00 Total Hours - All Applications 171.00 DRI Number of Applications 1 Current Planner (1) Informational Meetinq 4.00 Pre-Application Review Meeting With RPC 4.00 RPC Cherette Preparation 8.00 RPC Cherette 4.00 RPC Traffic Methodology 12.00 Environmental Meeting 4.00 2nd Informational Meeting 4.00 Intake Distribute to Planner 0.25 Route to DRC 0.50 Sufficiency Review - Chapter 380 40.00 Sufficiency Comment Meetinq With RPC 8.00 Letter to Applicant 2.00 2nd Intake Reroute to DRC 0.50 2nd Sufficiency Review - Chapter 380 40.00 DCA & RPC Meeting 4.00 Intake Modified Plans Interact DCA & RPC Analyze 40.00 Receive Report & Analyze 4.00 Prepare Staff Report for Planning & Zoning Commission 4.00 Director Review 10.00 Other Principals Review 2.00 Applicant Meetinq 3.00 Planning & Zonning Commission Workshop 4.00 Update Staff Report 2.00 Director Review 1.00 Planninq & Zonning Commission Hearing 4.00 Update and Reformat Staff Report for Commission 3.00 Director Review Legal Review City Manager Review Update Staff Report 1.00 Principal Review 0.25 Director Review Legal Review Place on Commission Aqenda 0.08 Commission Meeting 1 st Reading 3.00 Update Staff Report 2.00 Director Review Leqal Review City Manager Review Update Staff Report 1.00 Director Review Legal Review City Manager Review Commission Meeting 2nd Reading 2.00 Update Staff Report 1.00 Transmit Copy of Development Order/Ordinance/Resolution/Etc. 2.00 Orqanize File 2.00 Monitor/Follow Up Total Hours 226.58 Total Hours - All Applications 226.58 Flood Zone Determination Number of Applications 1 Engineering Inspector (1) Intake Distribute to Enqineering Inspector Sufficiency Review 0.50 Note Deficiencies & Notify Applicant 0.10 2nd Intake (If necessary) 2nd Sufficiency Review ( If necessary) 0.20 Perform Flood Zone Evaluation 2 Prepare Flood Zone Determination 1 Director Review Transmit Flood Zone Determinatin to Applicant 0.5 Total Hours 4.30 Total Hours All Applications 4.30 Note: Complex applications requiring extraordinary review should be billed based on actual costs Lot Split Number of Applications 0 Current Planner (1) Preapplication Meeting 0.5 PlatVTitle Certification Preparation 1 Intake Distribute to Current Planner Sufficiency Review 0.50 Prepare & Distribute to DRC 0.25 Review & Prepare Staff Memorandum 0.75 DRC Meeting 0.5 Review & Prepare 2nd Staff Memorandum (40 % of time) 0.3 2nd DRC Meeting (40 % of time) 0.2 Revise PlaVTitle Certification 0.5 External Surveyor Review N/A Modified Copies of Platt w/Chanqes 0.5 Director Review Legal Review City ManaQer Review Commission Meetinq 0.5 Record with Clerk of Court 2 Total Hours 7.5 Total Hours - All Permits 0 PUD - Preliminary Current Planner (1) Number of Applications 0 Informational Meetinq 1.00 Pre-Application Review Meetinq 2.00 Intake Distribute to Planner 0.25 Sufficiency Review 1.00 Note Deficiencies 3.00 2nd Intake 2nd Sufficiency Review 0.80 Prepare & Submit to DRC 1.00 Prepare Review for DRC Meetinq 3.00 Director Review DRC Meeting 1.00 2nd DRC Meeting 1.00 Review Compliance Submission with Conditions 2.00 Prepare Staff Report 3.00 Director Review Planning & Zonning Hearing 1.00 Update Staff Report 0.50 Director Review 0.50 Planninq & Zonninq 2nd Hearing 0.75 Update Staff Report for Commission 3.00 Director Review Leqal Review City Manaqer Review Revise Staff Report 1.00 Place on Commission Aqenda 0.25 Commission Meeting 1 st Reading 4.00 Update Staff Report 1.00 Director Review Leqal Review City Manaqer Review Commission Meetinq 2nd Readinq 4.00 Interact with Residents/Applicants/Interested Parties 10.00 Orqanize & Close Out File 1.00 Monitor/Follow UP Total Hours 46.05 Total Hours - All Applications 0 PUD - Final Current Planner (1) Number of Applications 0 Informational Meeting 1.00 Pre-Application Review Meeting 2.00 Intake Distribute to Planner 0.25 Sufficiency Review 1.00 Note Deficiencies 3.00 2nd Intake 2nd Sufficiency Review 0.80 Prepare & Submit to DRC 1.00 Prepare Review for DRC Meeting 3.00 Director Review DRC Meeting 1.00 2nd DRC Meeting 1.00 Review Compliance Submission with Conditions 2.00 Prepare Staff Report 3.00 Director Review Planning & Zonning Hearing 1.00 Update Staff Report 0.50 Director Review 0.50 Planning & Zonning 2nd Hearing 0.75 Update Staff Report for Commission 3.00 Director Review Legal Review City Manager Review Revise Staff Report 1.00 Place on Commission Agenda 0.25 Commission Meeting 1 st Reading 4.00 Update Staff Report 1.00 Director Review Legal Review City Manager Review Commission Meeting 2nd Reading 4.00 Interact with Residents/Applicants/Interested Parties 10.00 Organize & Close Out File 1.00 Monitor/Follow Up Total Hours 46.05 Total Hours - All Applications 0 PUD. Modification Current Planner (1 ) Number of Applications 0 Informational Meeting 1.00 Pre-Application Review Meeting 2.00 Intake Distribute to Planner 0.25 Sufficiency Review 1.00 Note Deficiencies 3.00 2nd Intake 2nd Sufficiency Review 0.80 Prepare & Submit to DRC 1.00 Prepare Review for DRC Meeting 3.00 Director Review DRC Meeting 1.00 2nd DRC Meeting 1.00 Review Compliance Submission with Conditions 2.00 Prepare Staff Report 3.00 Director Review Planning & Zonning Hearing 1.00 Update Staff Report 0.50 Director Review 0.50 Planning & Zonning 2nd Hearing 0.75 Update Staff Report for Commission 3.00 Director Review Legal Review City Manager Review Revise Staff Report 1.00 Place on Commission Agenda 0.25 Commission Meeting 1st Reading 4.00 Update Staff Report 1.00 Director Review Legal Review City Manager Review Commission Meeting 2nd Reading 4.00 Interact with Residents/Applicants/Interested Parties 10.00 Organize & Close Out File 1.00 Monitor/Follow Up Total Hours 46.05 Total Hours. All Applications 0 Rezonning Number of Applications 4 Current Planner (1) Informational Meetinq 0.75 Pre-Application Review MeetinQ 1.00 Intake Distribute to Current Planner Sufficiency Review 0.50 Note Deficiencies 0.75 2nd Intake 2nd Sufficiency Review 0.40 Prepare & Submit to DRC 1.00 Prepare Staff Report 3.00 Director Review Prepare Advertisements and Property Notifications/PostinQs 2.00 Planninq & Zonning Commission Hearing 1.00 Update Staff Report 2.00 Director Review Legal Review City Manager Review Place on Commission Agenda 0.25 Commission Meeting 3.00 Update Staff Report 1.00 Director Review Update Staff Report 1.00 Interact with Residents/Applicants/lnterested Parties 10.00 Orqanize & Close Out File 1.00 Monitor/Follow Up Total Hours 28.65 Total Hours - All Applications 114.6 Preliminary/Final Site Plan Residential Number of Applications 2 Current Planner (1) Informational MeetinQ 0.75 Pre-Application Review Meeting 1.00 Intake Distribute to Current Planner Sufficiency Review 0.50 Note Deficiencies 0.75 2nd Intake 2nd Sufficiency Review 0.05 Prepare & Submit to DRC 1.00 Prepare Review for DRC Meetinq 3.00 Director Review DRC Meetinq 1.00 2nd DRC MeetinQ 0.75 3rd DRC Meeting 0.50 Prepare Staff Report 3.00 Director Review Revise Staff Report 1.00 Director Review Planninq & Zonninq Hearinq 1.00 Update Staff Report 3.00 Director Review Legal Review City Manager Review Place on Commission Agenda 0.25 Commission Meeting 3.00 Update Staff Report 1.00 Director Review Interact with Residents/Applicantsllnterested Parties 10.00 Organize & Close Out File 1.00 Monitor/Follow Up Total Hours 30.80 Total Hours - All Applications 61.60 Preliminary/Final Site Plan Commercial Number of Applications 4 Current Planner (1) Informational Meeting 0.75 Pre-Application Review Meeting 1.00 Intake Distribute to Current Planner Sufficiency Review 0.50 Note Deficiencies 0.75 2nd Intake 2nd Sufficiency Review 0.05 Prepare & Submit to DRC 1.00 Prepare Review for DRC Meeting 3.00 Director Review DRC MeetinQ 1.00 2nd DRC MeetinQ 1.00 3rd DRC MeetinQ 1.00 Prepare Staff Report 3.00 Director Review Update Staff Report 1.00 Director Review PlanninQ & ZonninQ HearinQ 1.00 Update Staff Report 3.00 Director Review LeQal Review City ManaQer Review Place on Commission Agenda 0.25 Commission MeetinQ 3.00 Update Staff Report 1.00 Director Review Legal Review City Manager Review Update Staff Report 0.50 Interact with Residents/Applicants/Interested Parties 10.00 OrQanize & Close Out File 1.00 Monitor/Follow Up Total Hours 32.05 Total Hours - All Applications 128.20 Special Exception/Conditional Use Number of Applications 13 Current Planner (1) Informational Meetinq 1.00 Intake Distribute to Current Planner Sufficiency Review 1.00 Note Deficiencies 0.25 Prepare & Submit to DRC 1.00 Prepare Review for DRC Meetinq 2.00 Director Review DRC Meeting 1.00 2nd DRC Meeting 0.50 Prepare Staff Report 3.00 Director Review Revise Staff Report 0.50 Director Review 1.00 Board of Adjustment (Except for Town Center) 1.00 Update Staff Report 2.00 Director Review Leqal Review City Manaqer Review Place on Commission Aqenda 0.25 Commission Meetinq 3.00 Orqanize & Close Out File 1.00 Monitor/Follow Up Total Hours 17.50 Total Hours - All Applications 227.50 Preliminary/Final/Plat Subdivision - Residential Preliminary Final Number of Applications 2 5 Current Current Planner (1) Planner (1) Informational Meeting 0.75 0.00 Pre-Application Review Meeting 1.00 0.00 Intake Distribute to Current Planner Sufficiency Review 0.50 0.50 Note Deficiencies 0.75 0.75 Prepare & Submit to DRC 1.00 1.00 Prepare Review for DRC Meeting 3.00 3.00 Director Review DRC Meetinq 1.00 1.00 2nd DRC Meetinq 0.75 0.75 3rd DRC Meetinq 0.50 0.50 Prepare Staff Report 3.00 3.00 Director Review Update Staff Report 0.50 0.50 Director Review Planninq & Zonninq Hearinq 1.00 1.00 Update Staff Report 2.00 2.00 Director Review Legal Review City Manager Review Place on Commission Agenda 0.25 0.25 Commission Meetinq 3.00 3.00 Update Staff Report 1.00 1.00 Director Review Pre-Construction Meetinq 4.00 Hold Posted Maintenance & Performance Bonds 1.00 Interact with Residents/Applicants/Interested Parties 10.00 10.00 Total Hours 30.00 33.25 Total Hours - All Applications 60.00 166.25 Vacation Requests Current Planner (1) Number of Applications 3 Current Planner (1) Preapplication Meeting 0.5 Intake Distribute to Current Planner Sufficiency Review 0.50 Prepare & Distribute to DRC 0.25 Review & Prepare Staff Memorandum 0.75 DRC Meeting 0.50 Prepare Advertisements/Notice/Posts 2.00 City Attorney Prepare Ordinance & Review Advertisements Update and Reformat Staff Report for Commission 2.00 Director Review LeQal Review City Manager Review Update Staff Report 0.50 Place on Commission Agenda 0.25 Commission Meeting 1 st Reading 3.00 Update Staff Report 1.00 Principal Review 0.25 Director Review Legal Review City Manager Review Prepare Advertisement/Notifications 2.00 Commission Meeting 2nd Reading 3.00 Update Staff Report 0.50 Organize & Close Out File 1.00 Total Hours 18.00 Total Hours - All Applications 54 Variance Number of Applications 12 Current Planner (1) Informational Meeting 0.75 Intake Distribute to Current Planner Sufficiency Review 0.50 Prepare Staff Report For Board of Adiustment (BOA) 2.00 Director Review Board of Adjustment Meeting 1.00 Revise Staff Report to Include Recommendation of B.OA 2.00 Place on Commission Agenda 0.25 Commission Meeting 3.00 Director Review Leqal Review City Manager Review Make Notes on Plat if Plated Parcel 0.50 Organize & Close Out File 1.00 Total Hours 11.00 Total Hours - All Applications 132.00 Vested Rights Determination Number of Applications 2 Comprehensive Planning Coordinator (1) Informational Meetinq 0.75 Intake Distribute to Current Planner Sufficiency Review 0.50 Research & Prepare Memorandum 4.00 Leqal Review City Manaqer Review Transmit Letter to Applicant 2.00 Total Hours 7.25 Total Hours - All Applications 14.50 Zoning Verification Number of Applications 12 Zoning Specialist (1) Informational Meeting 0.25 Intake Distribute to ZoninQ Specialist Research Parcel on Property Appraiser Data Base 0.50 Identify Parcel ZoninQ and Allowable Uses City ZoninQ Map and Code 0.50 Prepare Letter to Applicant 1.00 Director Review Revise & Transmit Letter to Applicant 0.50 Total Hours 2.75 Total Hours - All Permits 33